Managing the perception of geological hazards

Actual, or quantifiable, risks frequently differ from perceived risks. The interpretation of a risk by individuals is influenced by a number of factors and, for successful management of geological hazards, attention must be focused on such factors to reduce the gap between perceived and actual risk. A risk that is perceived to be lower than the actual risk can induce a dismissive attitude towards a hazard, whilst a risk that is perceived to be higher than the actual risk can exacerbate the impact of a hazard. Geological hazards can be at the centre of both variations. Whilst they remain largely unseen, the associated risks can be more easily forgotten than when the hazard becomes visible or widely known about. Geological hazards can not only threaten public health and safety but can also create huge additional, and commonly unforeseen, costs for buildings and infrastructure. Local stakeholders amplify the variability in costs incurred from such hazards through differences in the perception of the risk. Risk perceptions and concerns can also adversely affect the relationship between communities and decision-makers in both government and industry, and cause significant and costly delays. Further problems arise if the process leading up to a solution has not considered the perceptions and concerns of local communities. A solution perceived, correctly or incorrectly for example, to be damaging may have adverse consequences after the problem has been solved. Attention to the communication process between managers of geological hazards and those affected by them can engender greater confidence in the advice and actions of experts. This paper cites the current project by Bath & North East Somerset Council to stabilize former stone mines underneath a diverse community in a strategic infrastructural position. It demonstrates that, in the management of a geological hazard, decision makers must look beyond the actual and perceived risk, and consider the impact of any solution to that problem. The case study shows that perception management should be considered a key aspect in the management of geological hazards.